Strategic Plan 2018-2021 - Enhancing the Customer Experience - Financial Services and Pensions ...
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Strategic Plan 2018-2021 Enhancing the Customer Experience
Contents
Foreword 4
Background and Operating Environment 7
Our Mission and Vision 12
Our Values 13
The foundation blocks of our Strategic Plan 14
Our Strategic Priorities 15
Overview of our Strategic Framework 16
Governance and Accountability 17
Outcomes 17
Appraisal and Evaluation 18
Resources 20
Strategic Objectives 21
Delivering for Our Public 22
Innovating for the Future 24
Developing Our People and Our Organisation 26
Our commitment to Equality and Human Rights 28
3Foreword
Everyone has the right to good The aim for this merger was to make
service from their financial service things easier and more transparent
or pension provider and speedy for the public, and we believe the real
redress from the provider when benefit will be the elimination of overlap,
things go wrong. duplication, and confusion for potential
complainants.
Where this does not happen, it
is important that people have an We are now working hard to ensure that
independent place where they can this happens. Upon establishment, the
have their complaint resolved. The FSPO “inherited” over 3,000 complaints
purpose of the Financial Services and from its predecessor organisations,
Pensions Ombudsman (FSPO) is to including more than 700 tracker
resolve complaints against providers mortgage complaints. Each of these
of financial services and pensions fairly complaints now fall to this office to
and in a manner that is transparent and resolve, together with all new complaints
accessible to all. received since the merger. Indications are
that the number of complaints that the
The FSPO is a vital and integral part of FSPO will receive in 2018 will increase
the consumer protection framework. compared to the number received in
Our statutory powers will be used 2017 by its two predecessors, and the
to the fullest extent to ensure that volume of complaints is expected to
any complainant with an unresolved increase over the life of this plan.
complaint against a financial service
provider or a pension provider has a To ensure that we deal efficiently with
robust and clear path to seek redress. this increase, we are pleased to present
this, the first Strategic Plan for the
While the Office of the Financial Services Office of the Financial Services and
and Pensions Ombudsman and the Pensions Ombudsman. It sets out our
Financial Services and Pensions key objectives for the coming years
Ombudsman Council were established along with the values we will adhere to
on 1 January 2018, they were born out in its delivery. Our overall objective for
of a merger of two former ombudsman the period from June 2018 to December
schemes; the Financial Services 2021 is to enhance the experience of
Ombudsman FSO and the Office of our customers by delivering our services
Pensions Ombudsman OPO. faster and better. Delivery of this plan
In preparing this Strategic Plan, the will be supported by detailed annual
Council and the Office studiously focused business plans.
on bringing together the best of both Improving the quality and speed of
organisations and this guided us in the management of existing and
determining the strategic direction of new complaints is a key aim of this
the FSPO. Strategic Plan.
4To achieve this, we will establish a When these early interventions do not
Customer Operations and Information resolve the dispute, we will deploy
Management Directorate with a dedicated our extensive powers to investigate
focus on improving our customers’ complaints in a fair and impartial manner.
experience in dealing with our office, Given the extent of these powers, and
including the time taken to investigate the necessity to apply fair procedures,
complaints. This new directorate will investigations will always be more
improve the quality and efficiency of our formal and lengthy. We are committed
services, making better use of information to delivering the investigation service
technology and providing new and easier as quickly as possible. This must be
ways to interact with us. achieved, however, without compromising
the quality of decisions or the requirement
It is important that we ensure that those to follow fair procedures.
who most need us are able to avail of our
services. This Strategic Plan will increase The staff of both predecessor offices
public awareness of our role and simplify transferred to the FSPO on 1 January
how people can access our services. 2018. They demonstrated great
commitment in terms of preparing for,
Our governing legislation requires us and implementing, the merger of the
to try, as far as possible, to resolve two offices to establish the FSPO. They
a complaint by way of mediation. did this in addition to implementing a
Our research, and our experience to major change programme that delivered
date, tells us that mediation is also significant improvements in advance of
the preferred option of those who use the merger.
our services. Mediation can provide
a faster, easier and more satisfactory We hugely value the contribution that
way to resolve complaints. For these our staff make to our services on a daily
reasons, this Strategic Plan will continue basis. They will ultimately deliver this
our focus on resolving the majority of strategic plan, so we will continue to
complaints through mediation, while support and develop our staff through a
improving the timescale within which variety of mechanisms such as induction,
we resolve all complaints. specialist training and broadening of work
experience.
To deliver on these commitments we will
consolidate and build on the informal
dispute resolution service provided by the
FSO and the OPO. We will continue to
interact directly with both complainants
and providers to deliver a faster and more
effective resolution to disputes.
5We will drive greater efficiencies through We are grateful to all of these for their
improved processes, better technology feedback and support in the past and
and enhanced procedures, but the in the establishment of the FSPO.
delivery of the ambitious goals within this We believe that with the continued
Strategic Plan will also require additional commitment of all concerned we can
human resources. A robust workforce build on our achievements to date and
planning process will be undertaken to deliver on our ambition to enhance the
identify and deliver the necessary staff customer experience for all those who
resources. use our service over the next three years.
We will also continue to build and develop That, in turn, will ensure that our financial
our relationship with our broad range of services and pensions sector lives up
stakeholders nationally, internationally to the high expectations that the public
and at EU level including the members rightly deserves and demands.
of the Oireachtas, the Minister for
Finance and his officials, consumer
representative bodies, financial service
and pension provider representative
bodies, educational institutions and, most
importantly, the individuals, businesses
and organisations who use our service.
Maeve Dineen Ger Deering
Chairperson Financial Services and Pensions
Financial Services and Pensions Ombudsman
Ombudsman Council 05 July 2018
05 July 2018
6Background
and Operating
Environment
Establishment
The Office of the Financial Services and Under the governing legislation, our
Pensions Ombudsman was established principal function is to investigate
on 1 January 2018 under the Financial complaints against financial service or
Services and Pensions Ombudsman Act pension providers in a manner which
2017 (‘the Act’). The Act dissolved the is proportionate to the nature of the
former FSO and the former OPO, with complaint. The Act provides discretion
the staff from the two bodies joining the for us to undertake these investigations
newly merged entity. by informal means, by mediation, by
formal investigation/oral hearing or by a
combination of these means.
7Powers An alternative to the Courts
The Oireachtas has given the FSPO In providing an independent, fair and
statutory powers that are among the impartial service for consumers to resolve
strongest in the world for any specialist complaints about their financial service or
ombudsman. These include the power pension provider, we have an important
to: role in redressing the balance of power
between the individual consumer and
Collect evidence, enter a business provider. This Strategic Plan will assist us
premises, summon witnesses and in ensuring that we operate in a way that
examine them under oath in order contributes to promoting the best interests
to investigate complaints and make of consumers and actual or potential
legally binding decisions; beneficiaries of financial or pension
services and to the efficient and effective
Direct compensation of up to handling of complaints. We are clear in our
€500,000 for financial service objective of establishing a true alternative
complaints, €52,000 per year for to the adversarial court system and we
complaints about annuities, and have statutory powers to resolve disputes
unlimited rectification for both between the parties including where
financial service and pension necessary by directing compensation and
complaints; rectification.
Publish decisions in relation to As the establishment of our new
financial service complaints and organisation saw the transition from two
case studies in relation to pension separate bodies, namely the FSO and the
complaints; OPO, into one new merged entity, we can
rely to a large degree on the experience of
Publish the names of financial the former legacy bodies and their revised
service providers who have more practices and processes to guide our future
than three complaints upheld, path. Drawing on the experience of our
substantially upheld or partially legacy bodies, we will continue to resolve
upheld in a year; the majority of complaints through an
informal dispute resolution process which
Bring matters of concern to the uses mediation techniques. Complaints
attention of the Central Bank of which are not resolved through informal
Ireland or the Pensions Authority. processes may be formally investigated
and a Decision issued. This can involve
directing compensation of up to €500,000
for complaints against financial service
providers and/or unlimited retification
for both financial service or pension
complaints.
The terms of Decisions are legally binding
on both the complainant and on the
financial service or pension provider,
subject only to an appeal to the High Court.
8Funding Merger
Our work is funded through two distinct Bringing together the functions of two
sources; the financial services complaints distinct organisations is not without
are funded by a levy on the financial its challenges, but we are using this
services industry and the pensions opportunity to capitalise on the skills
complaints are funded by the Exchequer, and expertise of both bodies as we
through the Department of Finance. Early continue to further integrate our
in the lifetime of this Strategic Plan, we will services. Not only did we inherit the
undertake research in order to devise a functions of both precursor bodies, but
sustainable methodology for splitting the we also inherited a significant existing
funding requests appropriately between caseload of over 3,000 complaints.
the two sources. Our Council (FSPOC) A key challenge to overcome during
has responsibility for setting the industry the lifetime of this Strategic Plan
levy each year. At the beginning of this will be to address the pre-existing
Strategic Plan, they will consult with caseload, while also responding to
industry stakeholders to ensure the levy new complaints in a timely manner.
is applied in the fairest and most We will achieve this by becoming more
transparent way. agile and delivering our services in an
innovative, dynamic and user-centric
Engagement with manner. In addressing this challenge,
ICT will be a critical component of our
Stakeholders service delivery, and priority will be given
The development of this three year to projects which leverage innovative
Strategic Plan is informed by extensive technologies to deliver new services
engagement and consultation with all and drive efficiencies as we undertake
of our stakeholders, and follows the both a customer-facing and back-office
implementation of a comprehensive transformation.
change programme. The Change
Programme, which was undertaken
jointly by the FSO and the OPO, was
devised following the completion of an
independent Strategic and Operational
Review of both bodies, in anticipation of
the merger. This Strategic Plan will build
on those strong foundations laid by the
two bodies and the 2016-2017 Change
Programme. The Programme significantly
altered how we deal with complaints and
has led to us undertaking considerably
more direct interaction with both
consumers and providers to deliver a
faster, more efficient and effective service
that puts the needs of service users at
its core.
9Accessibility and Tracker Mortgage Complaints
Customer Service The Central Bank of Ireland (CBI) directed
We will ensure that as we enhance lenders to undertake a Tracker Mortgage
our digital services we will not exclude Examination. This was the largest, most
those who are not online, those who complex and significant consumer
are vulnerable or isolated, or those who protection review undertaken by the CBI
would simply prefer to talk to someone to date, probing all lenders who ever
in person. We understand that the ability offered tracker products in Ireland and
to talk through a problem with another ensuring they meet their commitments
human being, rather than a screen, to pay redress and compensation for
can be very important, and therefore their unacceptable failings on tracker
accessibility, including the ability of mortgage-related issues.
complainants to communicate with The Financial Services and Pensions
us through their chosen method, will Ombudsman is clear that the most
remain a key value which will inform the effective and efficient way to provide
technological changes we make. redress and compensation to borrowers
A key tool in the delivery of services who have been wrongly denied tracker
across the public service is the Customer mortgages is for the banks to co-operate
Service Charter. We have adopted a fully with the Central Bank Examination.
new charter which outlines the standard Therefore, whilst the Examination was
of service and behaviour which should ongoing the FSPO placed tracker
underpin all our interactions. This mortgage-related complaints on hold
Strategic Plan will help us to underscore pending confirmation that the Central
our existing commitments, and it will truly Bank Examination has been concluded
place the customer experience at the very in respect of complainants. At the date
heart of our service. of commencement of this Strategic Plan,
as the examination process draws to
a conclusion, there are over 800 such
Raising Awareness complaints which have been on hold
This Strategic Plan will see the with the FSPO. These complaints will
implementation of strategic engagement be progressed during the lifetime of this
initiatives across key stakeholder plan. In addition, it is expected that there
groups as we aim to raise awareness could be a significant further number
of our services as an integral part of of complaints received following the
the consumer protection framework in conclusion of the Examination.
Ireland. We will utilise diverse channels
of communication and engagement to
increase awareness of, and improve
satisfaction in, our service delivery while
enhancing overall engagement.
10Change
The accelerating pace of change in the
FinTech sector will have a major impact
on the type of complaints we will receive
over the course of this Strategic Plan.
We anticipate that customers will have
higher expectations in terms of speed
of service delivery and this will be to the
forefront, as we streamline our operating
model. While we will work to improve
the digital delivery of our own services,
we will ensure that we keep abreast of
changes in the wider financial services,
pension and legislative environment
and can continue to respond to an
ever-evolving landscape. We continue
to monitor developments in relation to
the impending exit of the UK from the
European Union which may impact our
future services. Other events that could
have a significant impact on both the
complexity and volume of complaints
that fall to be dealt with by the FSPO
include possible changes in Irish or EU
law, including those which arise from
the introduction of new regulations or
directives.
11Our Mission
and Vision
Mission The Financial Services and
Pensions Ombudsman, as
an independent public body,
enhances the financial services
and pensions environment,
by using its powers to resolve
disputes in a way which is fair,
transparent and accessible to all.
Vision A financial services and
pension environment where the
relationship between parties is
built on mutual trust, fairness and
transparency.
12Our Values
Accessibility
We will be responsive
Fairness to the needs of our
customers.
We will adopt an impartial,
independent, objective approach, We will communicate
dealing with each complaint based clearly and in a
on its own merits. professional manner.
We will listen to all parties in We will provide
dispute, asking questions to redress guidance and support
the balance between them. to access our services.
Independence
We will be independent in how
we handle complaints, yet
accountable to the people and
Effectiveness
to the Oireachtas. We will
continuously
seek ways of
improving how we
communicate and
deliver our services.
Integrity We will seek to
deal with every
We will uphold the highest complaint in the
ethical standards. most effective,
We will earn trust by delivering efficient and timely
our services in an unbiased, manner.
transparent and professional
manner.
We will respect the confidentiality
of those seeking our services.
13The foundation blocks of our Strategic Plan
Our strategic plan is purposefully aligned to the Government’s new policy framework
designed to build on recent public sector reforms and to focus on collaboration,
innovation and evaluation, as set out in Our Public Service 2020.
This approach aims to support and enable public servants and their organisations
to perform at their best and to work together to deliver high-quality, value-for-money
outcomes.
Overview of the framework for Our Public Service 2020
Ex an
Pu nd me
M
en y
pe age
bl itu nt
ts
em eg
ic re
at at
St Str
Governance and Accountability
Delivering for Innovating for Developing our People
RESOURCES
OUTCOMES
our Public our Future and Organisations
• Digital delivery • Innovation • Strategic HRM
• Customer service • Data • Workforce planning
• Accessibility • Strategic planning • Professional development
• Communications • Collaboration • Performance management
& engagement • Project management • Equality, diversity & inclusion
• Efficiency & effectiveness • Evidence & evaluation • Employee engagement
• Culture & values
Appraisal and Evaluation
Ce rom ort
Re
f p
p
p
Su
re
or
nt
tin
g
14Our Strategic Priorities
The overarching goals of the Government’s Our Public Service 2020
are to deliver better outcomes for the public and to build public service
organisations that are both resilient and agile. Innovation is critical to ensure
success now and into the future. The framework is built on three key pillars
which have been adapted by the FSPO as our strategic priorities for our first
strategic plan:
Delivering for Our Public
Innovating for Our Future
Developing Our People and Our Organisation
Delivering for Our Public
Our first strategic priority is focused on delivering better and more timely services to our
customers. Over the course of this strategic plan, this will be achieved by using new
technology and better data to drive internal efficiencies; by improving communication and
engagement with the public; and also improving service quality and accessibility.
We will establish a Customer Operations and Information Management team to ensure the
customer is at the centre of all our processes, procedures and activities.
Innovating for Our Future
Our second strategic priority recognises that the context within which the FSPO operates
is continually evolving and is becoming increasingly complex and challenging. This
strategic priority will support innovation and collaboration in how we operate to make the
most of the skills and expertise available to us to enable us to recognise and address the
gaps in our service capabilities. We have ambitious plans to set up a new unit focused
on improving our ICT infrastructure and improving the customer journey and this will
ensure a sustainable system is put in place which will have a long-term positive impact
on managing our workload. We will embed a culture of evidence and evaluation by
participating in public sector networks, international ombudsman fora and best-practice
research in complaint handling.
Developing Our People and Our Organisation
Our third strategic priority will improve our leadership skills and deliver effective
management, and it will equip our staff with the right mix of skills and tools to deliver
quality services and manage increasing volume.
Our staff engaged in a comprehensive consultation process to articulate the shared
values we already hold and to develop those which we aspire to. Our values of fairness,
independence, integrity, accessibility and effectiveness will inform everything we do,
including how we recruit, train and develop our people. Our shared sense of purpose and
values will sustain and motivate us in a challenging, complaints driven environment.
15Overview of our Strategic Framework
Governance and Accountability
Delivering Innovating Developing Our
for Our for Our People and Our
Organisation
Resources
Future
Outcomes
Public
Accelerate To be a high
Improve services digital delivery performing
for our customers of services organisation with a
continuous focus
Drive efficiency and Promote a on developing the
effectiveness culture of knowledge and skills
innovation of staff
Make our services
as accessible as Embed a Continuous
possible to all culture of & responsive
evidence and professional
Significantly
evaluation development
improve
communications Promote equality,
and engagement diversity and inclusion
with the public
Increase employee
engagement
Appraisal and Evaluation
16Governance and Accountability
We are an independent statutory body, Approval of the Office’s annual
whose statutory functions are set out budget;
in Section 12 of the Financial Services
and Pensions Ombudsman Act 2017. Approval of the Office’s strategic
Our overarching role is to investigate plan; and
complaints against financial service or
pension providers in an impartial manner Keeping under review the
whch is proportionate to the nature of the efficiency and effectiveness of the
complaint. Ombudsman.
The Financial Services and Pensions Our office is staffed by public servants who
Ombudsman is appointed by the are bound by a Code of Standards and
Minister for Finance and is independent Behaviours, as well as corporate policies,
in the exercise of his functions. The procedures, circulars and office notices. As
Ombudsman’s term is for a period of five a public body, we are subject to a range of
years. The Ombudsman and his office legislative obligations, including Freedom of
are subject to the Code of Practice for Information and Data Protection.
the Governance of State Bodies.
We have put in place the appropriate
Part 4 of the FSPO Act sets out the role corporate governance structures to ensure
of the FSPO Council, which has two main strategic leadership and management of
areas of responsibility: firstly it is responsible the office and an effective system of internal
under the legislation for setting the levy control. These governance structures
to be paid by financial service providers; include a Finance Committee, an Audit
and secondly it has certain oversight and Risk Committee, a risk management
responsibilities in relation to the work of system, and an internal audit function. In
the Office, including its responsibilities in addition, the FSPO is subject to audit by
relation to: the Comptroller and Auditor General and
scrutiny by the Houses of the Oireachtas.
Outcomes
We have identified a number of strategic A fairer and more just financial
outcomes which will support our mission services and pensions
to enhance the financial services and environment for consumers
pensions environment, by using our
powers to resolve disputes in a way Public awareness of the role of
which is fair, transparent and accessible the FSPO as part of the overall
to all. These outcomes will be measured consumer protection framework in
through a range of quantitative and Ireland
qualitative indicators.
A professional and capable
The expected outcomes from our workforce operating in a positive
Strategic Plan are as follows: working environment
17Appraisal and Evaluation
The expected high- We will evaluate and appraise
level outputs from our our progress by way of:
Strategic Plan include:
Customer Feedback and
Faster and more
proportionate Consultation
processes for
resolving complaints; A periodic public awareness survey;
Ongoing consumer surveys;
Reduction in the Annual industry surveys.
caseload carried over;
Strategic Engagement
Improvements in
Ongoing feedback from the FSPO
complaint-handling
Council;
processes;
Regular consultation with key
stakeholders.
Capability to monitor
trends to identify
and implement Quarterly Performance Reporting
opportunities to FSPO Council on:
for improvement
based on changing Volumes of complaints opened and
conditions; closed;
Turnaround times against targets;
Measurable Age-profiling of complaints;
improvements in
Customer service complaints received;
overall experience
of service users, Compliance with our governance code.
specifically in terms
of our timelines.
Statutory Reporting
Annual Report;
Annual Review showing our key
complaint statistics;
Published Decisions;
Quarterly report of mediation case
studies and pensions case studies.
18Performance Indicators along
the Customer Journey
Informal
Registration TARGET:
of Complaint We will register and
acknowledge in writing
at least 90% of
complaints within
1 week
Engagement
with Dispute
Resolution TARGET:
Process We will conclude at
least 80% of
engagements with our
Dispute Resolution
process within 12
weeks.
Commencement
of Full
Investigation COMPLAINT
RESOLVED
COMPLAINT
NOT YET
RESOLVED
Formal
Exchange of
Evidence TARGET:
between parties We will issue our written
in accordance decision within 12 weeks
with fair of completing the
procedures collection of
evidence
TARGET:
For those complaints which
are not resolved in Dispute ISSUE OF
Resolution, we will WRITTEN
commence the DECISION
investigation process for
90% of complaints
within 1 weekResources
The FSPO operates in a demand-led Workforce planning will therefore
environment. Our initial estimate is be an essential tool to ensure we
that we expect to receive between have the right number of people with
5,000 to 6,000 complaints per year. the right skills in place in our new
However, if we are successful in organisation.
our objective of increasing public Our Corporate Services team
awareness of our work and in covers Human Resources,
improving accessibility, it is likely this Finance, Governance, Information
volume will increase. Additionally, it Services, Registration, Facilities
is clear that one-off or unexpected and Communications (including
events in the financial services and data protection, media queries, our
pensions environment can cause publications, freedom of information
significant variations to regular requests and parliamentary
complaint activity – for example questions). Our complaints teams
we currently have over 800 tracker are divided into Dispute Resolution
mortgage-related complaints and Services who seek to resolve every
expect that there may be many more complaint by using mediation
to come. Similarly, changes to EU techniques; and Investigation,
or Irish law could also generate an Adjudication and Legal Services
increase in complaints to the FSPO. who investigate complaints formally
We are also conscious that while in writing, resolve legal issues, and
we are a new organisation, we are support the Ombudsman in issuing
not starting from zero as over 3,000 his legally binding decisions. We will
complaints have been carried into the establish a Customer Operations
new organisation. Over the course of and Information Management team
this Strategic Plan, we will restructure to drive improvements in customer
our internal operations to deliver a service through the development
more streamlined service to tackle the and implementation of a robust and
existing caseload, while also ensuring innovative cross-cutting customer
that adequate resources are available experience strategy to ensure the
to effectively respond to the increased customer is at the centre of all our
workload which will arise following processes, procedures and activities.
the Central Bank’s Tracker Mortgage Each of these four areas requires
Examination. Additional resources different skillsets and in addition to
will inevitably be required to ensure ensuring we have sufficient staff to
that the processing of a high level of manage under the business-as-
tracker mortgage-related complaints usual model, we also need to ensure
does not negatively impact on our we have the capacity to deal with
responsiveness in dealing with other increased complaints arising from
types of complaints. unusual or unexpected events.
20Strategic
Objectives
Delivering for
Strategic
Priority Our Public
Innovating for
Strategic
Priority the Future
Developing Our
People and Our
Strategic
Priority Organisation
21Strategic
1
Priority
Delivering for
Our Public
Objectives Priority Actions
Improve services Develop and deliver a Customer Experience Plan
for our customers Publish all our decisions to help existing and
prospective consumers as well as the financial
services providers to understand our reasoning
Enhance and nurture a customer focused culture
across the FSPO through the promotion and
realisation of our core values
Develop a customer centric quality assurance
program with a defined measurement, monitoring,
and action cycle. This will include the following
initiatives:
Update and monitor the commitments in our
Customer Charter
Develop, implement and report on an ongoing
long-term customer survey
Review and refine our customer service
complaint resolution process
Drive efficiency Review and refine our business processes to
and effectiveness improve efficiency, reduce timelines and better
manage our caseload
Fully merge the workloads of the staffs of the
former FSO and OPO in order to gain operational
efficiencies in the FSPO
Maximise the use of a flexible framework to resolve
disputes informally using mediation techniques prior
to the triggering of a formal investigation process
Improve the formal investigation process to
maintain quality and minimise delays
22Objectives Priority Actions
Make our Embed the concept of universal design in
services as the delivery of all of our services through the
implementation of the Universal Design Toolkit for
accessible as
Customer Engagement in the Public Sector. This
possible to all will include the following initiatives:
Redesign our Complaint Form to make it easier
for consumers
Endeavour to make all our services accessible
through translation or interpretation as
appropriate
Improve and maintain a positive and accessible
physical environment
Significantly Develop a stakeholder engagement strategy
improve Develop a communications strategy to create
communications awareness of our services and to enhance/improve
and engagement the dialogue between the FSPO and the customer.
with the public This will include the following initiatives:
Create a baseline and begin to measure public
awareness of the FSPO
Increase the strategic visibility and profile of the
FSPO and its staff and enhance engagement
with key stakeholders
Evaluate the development of an FSPO online
social media profile as a communications tool
Publish an online quarterly casebook of decisions,
of mediation case studies and of pensions
complaints in order to raise awareness about our
services
23Strategic
Priority 2 Innovating for
the Future
Objectives Priority Actions
Accelerate Review existing ICT infrastructure and develop
digital an ICT Strategic Framework to drive integration
across the organisation and to enhance service
delivery of
delivery and accessibility
services
Review existing services and develop a digital
service plan to enhance our digital service
offering. Work towards implementing a digital first
approach for those stakeholders who prefer to
engage with us on a digital platform
Enhance the existing ICT infrastructure through
targeted procurement projects in areas such as
data security, our case management system and
knowledge management tools
Better utilise data analytics to inform ongoing
resourcing needs and levy calculations and to
share sectoral trends publicly and routinely
24Objectives Priority Actions
Promote a Maintain an ongoing programme of business
culture of analysis to identify opportunities for ICT solutions
to improve business processes in order to achieve
innovation
the turnaround targets set out in this Strategic
Plan
Work with the Office of the Government Chief
Information Officer (OGCIO) and the Reform
and Delivery Office in the Department of Public
Expenditure and Reform, to ensure the FSPO
is aligned to, and involved in the cultivation of
innovation
Research complaints handling methodologies
nationally and internationally and best practice
customer experience management techniques to
inform our continuous improvement and service
excellence
Develop strategic relationships with other
Ombudsman schemes nationally and
Embed a
3 internationally in order to learn and share best
practice
Develop and implement appropriate Quality
culture of Assurance procedures across the organisation
evidence and Ensure that the confidential data we hold is secure
evaluation and private and that we maintain compliance with
the Data Protection Regulations
Participate in public sector networks to enhance
cooperation and knowledge and reuse and share
best practice
253
Developing Our
People and Our
Strategic
Priority Organisation
Objectives Priority Actions
To be a high Deliver sustained organisational change
performing aligned with Our Public Service 2020
organisation with Implement a robust workforce plan to align
a continuous focus structures and staff with this Strategic Plan
on developing the and resource the organisation effectively
knowledge and skills
of staff
Continuous Utilise the cultures, knowledge and processes
and responsive of the former FSO and OPO to develop best
professional practice for the new organisation
development
Ensure that our people are specifically trained
to do the challenging work we undertake
Evaluate potential for professional
accreditation for staff in each area of the
organisation
26Objectives Priority Actions
Promote equality, Ensure that our recruitment policies are
diversity and effective in reaching the targets set out in
the Migrant Integration Strategy and the
inclusion
Comprehensive Employment Strategy for
Persons with Disabilities
Endeavour to offer our staff opportunities for
work-life balance in line with the Public Service
Stability Agreement
Increase employee Ensure our values are lived in all aspects of
engagement our work
Fully participate in all relevant international
networks and fora to ensure we are operating
in line with best practice
Embed a culture of good governance at every
level in the organisation
Initiate a Wellbeing at Work programme to
support staff in maintaining a healthy lifestyle
Develop and implement a baseline and
ongoing staff engagement survey to inform
HR policies
Conduct an external assessment of staff
grades
27Our commitment
to Equality
and Human Rights
As a public body, we apply an equality Within our internal operations, we will
and human rights lens to how we ensure that the dignity and welfare of
implement our functions and how we our staff is protected and that we build
go about our daily work. Our principal a culture of participation and respect;
function is to investigate complaints and that in our procurement and hiring
against financial service or pension practices, we are fair, inclusive and
providers in a manner proportionate transparent.
to the nature of the complaint. We We are mindful of a suite of national
also have a role as an employer, a strategies which have a bearing on our
contributor to public policy and a role as a public service employer. We
procurer of services. will maintain our existing strong level
Within the exercise of our powers and of representation of women in senior
functions, we will place strong emphasis positions and throughout the organisation,
on the right to fair procedure, the right and will assess the human rights of
to privacy, equal access and equal women and girls and any gender equality
treatment. We provide an independent, issues in the performance of our functions
fair and impartial service for consumers in line with the National Strategy for
to resolve complaints about their financial Women and Girls 2017-2020. We are
service or pension provider. In doing so, committed to recruitment practices which
the FSPO has a role in redressing the seek to achieve a diverse workforce and
balance of power between the individual will endeavour to support work-life balance
consumer and provider. We are committed arrangements in line with the Public
to conducting a full assessment of the Service Stability Agreement, 2018-2020.
equality and human rights issues relevant We will actively promote tolerance and
to the delivery of our functions and respect for cultural and linguistic diversity
services, which will include particular and by 2020 at least 1% of our staff
consideration of methods to ensure our should be of minority or migrant origin in
services are fully accessible to groups line with the Migrant Integration Strategy.
affected by socio-economic inequality. Throughout the period of this strategic
Over the period of this Strategic Plan, plan, we will seek to exceed the target that
we will report on progress in addressing at least 6% of our staff should represent
these issues in the context of our Annual persons with disabilities in line with the
Reports. Comprehensive Employment Strategy for
Persons with Disabilities.
28A key tool in the delivery of our services is our Customer Service Charter.
One of our core values, accessibility, is strongly evidenced in our Customer
Service Charter which clearly calls out the following commitments of
relevance to equality and human rights:
Equality and Diversity: In our Information: In our written, verbal
dealings with you, we will ensure and digital communication, we shall
that there is no discrimination on take a proactive approach in providing
grounds of gender, civil status, family information that is clear, timely and
status, sexual orientation, religion, accurate and meets the requirements
age, disability, race, membership of of people with specific needs. We will
the Traveller community, or socio- respect our customers’ privacy and
economic status. adhere to Data Protection legislation.
Physical Access: We are committed Choice: We will plan and deliver our
to creating and maintaining a positive services so you can access them in
and accessible environment. We the way that suits you best.
will provide clean, accessible public
offices that ensure privacy, and Language Choice: We will provide
comply with occupational and safety quality services through Irish, through
standards. We have a designated English, or bilingually. Customers
Access Officer and will facilitate may choose to be dealt with through
access for people with disabilities and either of the official languages. We
others with specific needs. will provide interpretation as required
for speakers of Irish Sign Language
to enable full access to our services.
For speakers of other languages, we
will endeavour to make our services
accessible through translation or
interpretation as appropriate.
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